Popular Articles
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The Influence Factor
Explore Article n2growth home page (Feb 16 2010)
By Mike Myatt, Chief Strategy Officer, N2growth Understanding how to leverage the influence factor can make a defining difference in your ability to drive change, build cohesive teams, and to successfully implement strategic vision. As a CEO or entrepreneur your “Influence Quotient” is the IQ you need to pay attention to. In fact, your influence quotient will [...]
Comment on Article Mentions: CEO Mike Myatt
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Girl Power – Female CEOs http:… | AdvancingWomen.com
Explore Article advancingwomen.com (Oct 30 2009)
Girl Power - Female CEOs http://tinyurl.com/yjroyn5.
Comment on Article Mentions: AdvancingWomen Blog AW Social Media
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Leadership 101: Why Our Leaders Fail
Explore Article Psychology Today (Feb 3 2010)
For example, our textbook notes that half of Fortune 500 company CEOs will be dismissed for poor performance over the next three years. ... -
Becoming a Successful Leader
Explore Article Free Articles in Leadership (Jan 26 2010)
The most innovated CEOs spend 50 percent more time practicing five specific innovation skills than do their less creative counterparts. The study that found this was conducted over a six-year period by three prominent business scholars. ...
Comment on Article Mentions: Harvard Business Review Pierre Omidyar Jeffrey H. Dyer
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Business: Top Ten Qualities of Prime Leaders
Explore Article Psychology Today (Oct 29 2009)
In my work with CEO's and other business leaders throughout the world, as well as, top coaches and professional and Olympic athletes, I have identified ten qualities that I have found to be woven, without exception, into the very fabric of these highly successful individuals. If you look at the business leaders whom you admire, I'm sure you will also see these attributes in them.Comment on Article Mentions: CEO
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Book Review: Bootstrap Leadership by Steve Arneson: Creating a Blueprint for Your Leadership Development: Focus on Behaviors and Techniques
Explore Article Leadership Development (Aug 3 2010)
Leadership is difficult but it is not complex. The most difficult part is you and me; getting ourselves to do what we know we need to be doing (behavior); interacting with people the way we know we should (technique), but for all kinds of “good” and easily “justifiable” reasons don’t. Without behavior and appropriate technique, organizations fail.
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A Book Review: Switch: How to Change Things When Change is Hard
Explore Article Leadership Development (Jul 14 2010)
Commitment requires both hearts and minds. The problem is hearts and minds often have different agendas.
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Leadership vs. Management: Do you want to be a Leader or Manager?
Explore Article blog.spiainc.com (Feb 27 2010)
The Essence of Managerial Leadership. The genuine leader is someone who can express a vision and then get people to carry it out, said Jack Welch, the legendary former CEO of General Electric. Leadership versus Management ...
Comment on Article Mentions: CEO General Electric Jack Welch
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Why the CIO Needs to Be a Duck-Billed Platypus - John Sviokla - HarvardBusiness.org
Explore Article Voices (Sep 29 2009)
nformation technology is the only part of the business which is both a line and a staff function. IT not only supports the entire business, but also helps to "make the donuts." This makes IT different from other functions — and something of a hybrid creature.
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Military Leadership Lessons for Management | Career In Business ...
Explore Article Career In Business Management (Jan 16 2010)
Career paths. Every jobs, role and function has a career path. Whatever job one does, there are paths for advancement that include additional jobs, functions, training and education. These are all clearly spelled out. ... George F. Franks, III is the founder and CEO of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach ...
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Why Design Thinking Is the Next Competitive Advantage
Explore Article Leadership Development (Jun 9 2010)
To remain relevant—to foster innovation—you need to incorporate into your thinking outcomes that are valid. That is, outcomes that produce a desired result even if the solution employed can’t produce a consistent, predictable outcome. A perfectly valid solution is one that produces a result that is shown, through the passage of time, to have been correct. It is best to have a system that incorporates both—validity and reliability—into their approach. Balancing and managing the two approaches—analytical and intuitive—is what design thinking is all about.
Comment on Article Mentions: California Roger Martin
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Succession Planning in Firms
Explore Article Local Business Websites (Oct 31 2009)
In public companies, succession planning helps the company identify and develop staff talent for the future of greater responsibility through training and development, especially when they exhibit traits of leadership. ... Always work done by the HR department in conjunction with the directors, CEO and management team for the type and size of the company. When a formal succession plan in place, building trust with its employees and reduce staff turnover constant, ...Comment on Article Mentions: CEO Navy
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How Andreessen Horowitz Evaluates Ceo's potential: Does the CEO KNOW what to do?
Explore Article The Business Insider (May 31 2010)
No position in a company is more important than the CEO and, as a result, no job gets more scrutiny. Sadly, little of this analysis benefits CEOs as most of the discussions happen behind their backs. This post is a step in the opposite direction. By describing how Andreessen Horowitz evaluates CEOs, I am at the same time describing what I think the job of the CEO is. Here are the key questions we ask: 1. Does the CEO know what to do? 2. Can the CEO get the company to do what she knows? 3. Did the CEO achieve the desired results against an appropriate set of objectives?Comment on Article Mentions: CEO
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5 Leadership Lessons: Joseph Nye on Leadership
Explore Article Leadership Development (Jul 16 2010)
“Soft power is not good per se, and it is not always better than hard power. Nobody likes to feel manipulated, even by soft power. Like any form of power, it can be wielded for good or bad purposes, and these often vary with the eye of the beholder." -
Leadership behavior and development
Explore Article LeadershipSkillsBooks (Dec 20 2009)
Leadership behaviors and development of leadership style and skills will ultimately be based on a persons behavior. Leadership is the art of mobilizing others toward shared aspirations. These traits can create a virtuous cycle for the management, employees, clients, stakeholders, and others. Leadership is about behavior first, ...
Comment on Article Mentions: BBC
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Taariq Lewis » 10 Reasons Greedy Jerks make the Worst Leaders by @jonicarley
An excellent piece on how not to be a jerk!
DrJoni » How to be an Unflappable CEO
Unflappability requires centeredness - presence comes from having strength at the core. You can't be ...
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